Message from the President

Realizing a future where anyone can be themselves and shine brightly through the creation of a variety of attractive lifestyles

The Tokyu Fudosan Holdings Corporation (the “Group”) resolves social issues through its business activities as a corporate group that continually creates value while striving together with its stakeholders towards a sustainable society and lasting growth. The Group runs a wide range of businesses centered around Tokyu Land Corporation, TOKYU COMMUNITY CORP., Tokyu Livable, Inc., Tokyu Housing Lease Corporation and National Students Information Center. In addition, to establish a green transformation (GX) business model as set out in Medium-Term Management Plan 2030, detailed below, we will further strengthen our systems that are designed to create value, such as by newly establishing TFHD Energy Co., Ltd.

The origins of the Group lie with the Den-en Toshi Company, which was established by Eiichi Shibusawa and his associates in 1918. During an era of housing shortages in Tokyo due to urban development and population inflow, they adopted the “Garden City” concept that originated in England and created Den-en Chofu, which combines the advantages of both nature and the city. Over more than 100 years since, we have continued to pass down their high aspirations as “Challenge-oriented DNA” and work towards resolving various social issues.

Just as the nascent trend towards digitization was rapidly accelerated with the arrival of COVID-19, major changes in the world, including the way people live and work, are gaining momentum. The Group sees these developments as major business opportunities. In order to drive management with a long-term perspective instead of being caught up in short-term changes, we announced GROUP VISION 2030 in May 2021. This is our long-term vision that will guide us up to the fiscal year 2030.

Through the long-term vision, we aim to “realize a future where anyone can be themselves and shine brightly through the creation of a variety of attractive lifestyles.” To accomplish this, we have established environmental management and digital transformation (DX) as the Group policy and positioned the utilization of intellectual assets and collaborative creation with external partners as Business Policy. These approaches will lead to improved shareholder and corporate value going forward.

In May 2025, we formulated our Medium-Term Management Plan 2030, with a final year of fiscal 2030, to cover the second half of the long-term vision. As the resilience phase of this vision, we aim to build a robust and unique business portfolio and create premium value. Specifically, we intend to continue aiming to further expand profit and have laid out three key themes to focus on: Implementing our strategy for the Greater Shibuya area, Establishing a GX business model, and Expanding the glocal business.*

Glocal business: A business that pursues co-creation with local communities and creates positive impact (maximizing local value) while identifying tectonic shifts in business environments occurring across the globe.

In Medium-Term Management Plan 2030, we proclaim the Group’s unique human resource management as the most important theme for our non-financial strategy in addition to the Group policies of environmental management and digital transformation (DX).

We will pass on the “Challenge-oriented DNA” that is the spirit of our founding as we create a work environment where our Group of over 100 companies and approximately 30,000 employees can shine bright and foster a creative culture that ensures mental safety and enables people to showcase their individuality. Through continuous value creation, we will continue to live up to your expectations.

May 2025